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Brazilian agribusiness is considered the biggest and best lever for the economic development of the country and, according to some authors on the subject, "is the Brazilian locomotive" that pulls all other businesses. The measurement and understanding of agribusiness participation in the country's GDP is a fundamental issue for the Brazilian economy and, in the last decades, the sector has assumed a relevant role in Brazilian development. Agribusiness is the main responsible for the integration of several sectors of the Brazilian economy, making it possible to make clothes, articles for Education, articles for Health, the elaboration of personal hygiene products, and especially putting lunch, snack and dinner in the table of all Brazilians.
Exports – In addition, it currently supports the country's economy, accounting for 49.8% of Brazilian exports. The highlight for exports was the complex of soybeans, the meat industry and the sugar and alcohol industry, which, together with the others, contributed positive results of over US $ 87 billion (US $ 87 billion) at the end of 2016 ( CNA).
Impact on GDP – In parallel, the Brazilian agribusiness increased its share of the national product (GDP), reaching the mark of 23%. The fact is also a reflection of the constant growth of agribusiness GDP, in view of the decline in national GDP since 2013. It is estimated that by the end of 2016, agribusiness grew by about 3% (CNA), compared with 3.3% negative of national GDP (advfn.com).
Jobs – Agribusiness in 2015 employed 19 million workers, and in the following year, it generated +75 thousand jobs, against the increase of unemployment in Brazil, which in the same period extinguished more than 683 positions (CNA and CEPEA 2015). The average productivity of the worker in 2009 was R $ 9 thousand in the primary sector.
Inputs – Agribusiness has handled many inputs, and it is up to producers to continue to make conscious use and use them efficiently. We encourage all producers to adopt technologies and make investments.
Check the importance of the input sector for agribusiness.
Balance of agriculture and livestock - The primary sector has about 5 million rural producers that generated more than R $ 800 billion reais for the economy. The amount refers to the agricultural sector, which grew along with agribusiness.
We at CIASA are operators of all instruments for agribusiness financing and with the options available to increase access to financial resources for the sector as a whole.
a) CPR – Rural Product Note
b) CDA/WA – Certificate of Agricultural Deposit / Agricultural Warrant
c) CDCA – Agribusiness Credit Certificate.
d) LCA – Agribusiness Credit Letter
e) CRA – Agribusiness Receivables Certificate
f) NCA – Agribusiness Commercial Note (promissory note)
g) NPC – Promissory Note Commercial / Commercial Paper
i) WARRANT
j) BALLOT COLLATERAL
Mining in Brazil is a financial and economic support. The activity is a great source of income and balances the country's growth rates to a very significant degree. This is especially true when one thinks of the potential of Brazilian soil, which presents in very atypical and rich configurations, capable of putting it ahead and compared at levels fairly balanced with references in development. Mining is understood to mean all processes and industrial activities whose purpose is the extraction of mineral substances from the soil, from the drilling or contact with areas of deposits or mineral masses of the same. The activity is related to more or less degree with all the social phenomena and are linked to all the issues of growth and development of the country, however, much debate and many are the criticism about this type of activity, since its environmental impacts were always quite large, as well as indiscriminate exploitation culminating in the fall in production potential and access to some types of materials, which has its development rather slow and controlled.
The mining industry in Brazil attracts many investments and is a guaranteed financial return, provided it is well exploited. Currently, we can say that mining in Brazil produces and markets for all types of industry that can make use of approximately 70 minerals, 21 types of metals, 4 types of fuels and 45 types of industrial minerals.
Thinking about all this mining potential in Brazil, its relevance to the country's economy and how it influences the whole dynamics of organization is undeniable. However, whoever believes that the relationship between the Brazilian economy and the mining processes is recent, since from the colonial periods the extraction is a responsible tendency both for the occupation of the national territory, as well as for the economic balance and possibility of wealth and wealth that attract glimpses into the national market.
Currently, mining in Brazil is responsible for almost 6% of the national GDP and is able to offer products that are widely used in well diversified industries, such as metallurgical, fertilizers, iron and steel, and especially petrochemicals. It turns out that the impacts of this segment are so strong in our culture that much of our investment goes to that part of the market and many of the government's initiatives are aimed at stimulating investment and modernization of the sector in order to provide even more growth accelerated and that can bring measurable returns to the country and its economic situation.
In addition to its potential for mining that is very clear and can give greater autonomy to Brazil and the transition from an emerging country to developed is an expectation that is very much linked to the growth of the industry. It is important to be aware of what happens in mining, as it reflects so much in our political and economic daily life, just as it brings with it environmental issues that should be evaluated and considered in this relationship.
CIASA has an active department focused on the MINING area and we are specialists in the creation, planning and development of all the FUTURE MARKET roles focused on the development of MINING, such as:
The Innovation 1000 study, conducted more than ten years in a row by Booz & Company, identifies three main innovation strategies adopted by companies:
Although we have success stories of innovative companies following each of these strategies, the general perception of people tends to associate more innovation with the group "need seekers".
But, after all, what characteristics are common to the most innovative companies? One thing is certain: it is not just the volume of investment in research and development (P&D). That is, it is no use spending much if spending is ineffective. In fact, what makes companies innovative is not how much they spend, but how they spend and how they spend and when they need to spend. What distinguishes most innovative companies from other companies is their ability to direct their investments and execute their strategy, combining the elements of idea generation, project selection, development and product launching in a very coherent way. Combined, these characteristics are complemented and reinforced, generating a clear differentiation of the other companies.
But in Brazil? The Innovation 1000 study reveals a still unimpressive situation. The Booz & Company ranking figures show the country in a situation that is not compatible with its most recent economic advances, which put it at the rank of a major economy in the world. Brazil ranks 17th in the list of countries with companies that invest most in P&D. And only five companies, among the 1,000 listed in the Booz & Company study, are Brazilian. The first position among the yellow-green ones was for Petrobras, and even then it appeared only in the 120th position. Although investment is not the main determinant for achieving the capacity to innovate, it is unlikely that large Brazilian companies can compare to others in the world without dedicating specific resources to it.
Another interesting cut in the data from the Booz & Company study is to go back a few years back and check how many Brazilian companies were on this list. The data is shocking: in 2005, only three Brazilian companies were among the top 1,000, and Petrobras was already there. And in these seven years, only two new Brazilian companies entered the ranking.
If we extrapolate the study data, we can assume that Brazilian companies are investing more and more consistently to develop their skills and innovation processes. This trend, although recent, should continue and improve the position and results of Brazilian companies in the face of business innovation.
Regardless of the values invested, which will also grow in the ranking following the growth and insertion of Brazilian companies in global trade, our attention is once again investigated and understood as a country with a long history of great inventors or innovators of its time - Santos Dumont , from the plane, and Father Landell de Moura, from the radio, to name but two - can regain its prominence in the select group of countries with innovative companies on the world stage? What role would national companies play in the construction of this new history?
The trajectory of innovation by Brazilian companies is long, with numerous examples that accompanied the economic development of the country in its various cycles. In a simplified way, it is possible to say that Brazilian innovations were born and have always been closely associated with specific local needs. In this set fits everything that has appeared on Brazilian soil due to lack of better alternatives, or that better adapt to our geographic, climatic, cultural and socioeconomic conditions. In this last point, Brazil experienced innovations relevant to the world and came to serve as a reference in models of service to the so-called consumers at the base of the pyramid. Even the agenda of large multinational companies incorporated learning and use of technologies developed in their Brazilian branches.
Several economic sectors nowadays recognized in Brazil are the origin of their advances, associated with the peculiar contour conditions in which they have been for years. Examples include the banking sector, audiovisual production and the aeronautics industry.
At the opposite extreme, a lot of innovation was developed in Brazil from the local availability of inputs and natural resources. In many cases, the abundance of some specific input, sometimes unique, turned out to be a determining factor in innovation processes. The most evident cases of development from this factor were the advances achieved in agricultural production chains. While Brazilian natural conditions have limited the simple adoption of agricultural techniques already researched and developed in other regions of the world because they do not fit perfectly here as in other countries, they have also provided a valuable arsenal for innovations in the field. And it was from there that much was invested and researched that we would reach the current situation. The so-called agribusiness is today one of the highlights of Brazilian innovation, with important technological advances, both in the use of renewable energies and in the methods of food production.
Based on these and several other examples, it is possible to affirm that Brazil has the fundamental requirement to allow Brazilian companies to innovate in their areas of activity: the quality of local talent. What's more, in the current context of economic development in the world, there is a growing concern of Brazilian companies with innovation.
We could list a long list of structural factors associated with the education and training of Brazilian professionals, who, despite their talent, are the embryo of any explanation of this phenomenon in Brazil. The list would continue with some cyclical issues, linked to the huge local bureaucracy, the complexity of the incentive mechanisms, to the heavy tax burden that consumes potential enterprise resources that could be earmarked for this purpose. Finally, the list would be complete with deeper issues about the culture of the local entrepreneur, his world view, his values and guidelines. The dilemma of making money in the short term versus generating value in the long run is, with exceptions, something that is actually on the agenda of most Brazilian companies.
With this, the easy explanation, and to some extent the local excuse accepted and used by all to justify the low level of investment in P&D in Brazilian companies, would have three main factors:
Short-term-oriented insight: A history of economic instability made companies focus on the short-term, not favoring P&D investments that typically bring longer-term results.
Low qualification of the workforce: relatively low educational level committing the training of researchers in adequate quantity.
Lack of adequate incentives to increase the quantity and quality of university research and for partnerships between businesses and universities.
It is a fact that some conditions of the Brazilian business environment are highly restrictive and need to change to allow the legal security of investments and, especially, the results achieved with them. In particular, the legal framework for intellectual property protection in Brazil is an area of concern. If it does not move in this direction, Brazil can begin to lose important space in key sectors for innovation.
This context, however, does not prevent some companies from really making a difference in their markets with innovations developed in Brazil. More importantly, the recent consolidation of Brazilian economic stability and globalization (and, consequently, of the competitive intensity) should make Brazilian companies forced to look more for the long term. With this, investments in innovation should be boosted. Thus, CIASA created a special department for the area of INNOVATION based on seven areas of specific attention.
1. Innovation plans based on business strategy. Companies that present best practices define their innovation budgets in a top-down fashion, based on the long-term vision of their portfolios and strategic objectives.
2. Management of P&D portfolio. Only rigorous management of the P&D portfolio ensures that resource allocations are aligned with portfolio decisions.
3. Product architecture. They are fundamental enablers for an effective strategic platform for innovation.
4. Product development processes. To be effective, they should emphasize decision-making, information flow, and standardization.
5. Metrics. A consistent set of innovation metrics creates transparency and ensures accountability for results.
6. Culture / DNA. A corporate culture that supports and encourages innovation is critical.
7. Tools and systems. It is necessary to create instruments to enable and facilitate the development and launch of new products. That is, however complex it may seem, it is possible to create conditions through methods, processes, systems, goals, etc., so that companies are more innovative. The path is arduous and requires more perspiration than inspiration. We at CIASA are specialists in INNOVATION.
We at CIASA understand that Project is a plan for performing an act and can also mean design, intention, outline. This is a word from the Latin term projectum meaning "something thrown forward". For this reason, project can also be a temporary wording of any measure that will be carried out in the future. A business project is a proposal presented to be discussed and converted into professional action. A project can be a general plan of a particular work, and consists of a set of documents that contain the instructions and determinations necessary to define the construction of various business goals. A project consists of pieces drawn one by one by the imagination and Intelligence of the Project Creator, plus the descriptive memory of what is desired in the short, medium or long term, measures, measurements, budget and specifications of all specific activities that go change the course of a company, products or a professional activity. All projects, created, drafted, devised, developed and fostered by CIASA, are effectively managed in a specialized way to present the results, learning and integration needed by organizations within the anticipated time and budget.
CIASA, therefore, is the coherent, dynamic, rapid application of knowledge, skills and techniques to execute GOOD IDEAS effectively and effectively. This is a strategic CIASA competency for organizations, allowing them to combine project results with business objectives - and thus better compete in their markets from the following distinct stages:
Of course, all management is about it. But project management brings a single focus outlined by the goals, resources, and scheduling of each project. The value of this focus is proven by the rapid worldwide growth of project management. This is a job that CIASA does with great competence and effectiveness.
The term sustainability has been widely used, making reference to the various ways of maintaining environmental preservation, on a non-predatory basis, using, through own resources, existing materials such as waste that can be recycled. Brundtland's 1987 Sustainability Report means "meeting the needs of the present generation without affecting the ability of future generations to meet their needs." Within this line of thought, researchers have developed reuse techniques that value productions, stimulating attitudes ecologically from a neighborhood to the world. But it is not enough just to be ecologically correct. To be considered sustainable, an enterprise must also contain attitudes that are socially just, culturally acceptable and economically viable.
We at CIASA work with sustainable designer projects that can be used to improve the life of society by bringing high quality and lower priced products. We have already developed several articles such as barbecue sticks lamps, American tetrapack set and recycled paper shelves and the EKT MADEIRA BIOSINTÉTICA project. We at CIASA have also turned us to sustainability in AGRICULTURE and AGRONEGORY, aiming at the conservation of the environment , creating COOPERATIVES, encouraging COOPERATIVISM, creating the agricultural communities as well as their lucrative units. In this perspective, both the practices aimed at farmers' profits and the benefits they bring to consumers, such as high-quality organic farming, are considered, as well as looking for SUSTAINABLE solutions in Forest Engineering, for example, which was a field that operated in the wood and pulp companies, but today it is a concern for sustainable development, defending the conservation units, supervising private companies and the use of environmental areas, providing the formation of forest areas in small and medium-sized rural areas. However, in view of the demand and the need of the labor market, we have also created several courses to promote sustainable development, such as Environmental Management, Environmental Control and Environmental Sanitation, promoting an ecologically correct and SUSTAINABLE urban environment.
Solidarity economy is a form of work organization that emerged as an alternative to income generation and social inclusion. It is a different way of producing, buying, selling, and exchanging what is needed to live without any advantage to either side of the negotiation. The activities of the solidarity economy oppose the exploitation of labor and natural resources and promote sustainable development, that is, economic growth in harmony with the protection of nature. They are examples of solidarity economic enterprise: cooperatives, associations, production groups and exchange clubs that carry out activities of production of goods, service provision, solidarity finance, exchanges, fair trade and solidary consumption. These organizations have some characteristics in common. Among them are the fact that they are collective undertakings; to have permanent or main activities that are the raison d'être of the organization; of being constituted by urban or rural workers who manage the activities collectively and divide the results; and that they may or may not have a legal registration (prevailing the real existence or regular life of the organization). Solidarity economy gained strength in Brazil with the support of institutions and entities to community-based initiatives and with the constitution of popular cooperatives, cooperative fairs and production and marketing networks.
In 2003, the Brazilian Solidarity Economy Forum (FBES) was created and today there are local and regional forums to discuss and promote the subject. The activity also gained the support of municipal and state governments, which led to an increase in the number of solidarity economy programs, such as people's banks, popular marketing centers and training projects. We of CIASA We create and develop projects of SOLIDARITY ECONOMY for: State Governments; Prefeituras; Associations; Foundations; Institutes; Business; Banks; Cooperatives.
The expression Creative Economy in Brazil refers to several economic sectors of the country that rely on talent and creativity to develop. In other words, it is about generating wealth for the region through knowledge, culture and creativity, in order to contribute to sustainable development (environmental, economic and social). The term "creative industry" was coined by the UK in 1990 and gained two updates in 2001: one by researcher John Howkins, which gave him a business vision by focusing on transforming creativity into product; and another by Professor Richard Florida, who focused on the professionals involved in creative production processes, addressing the social traits and "potential contribution to development" of the so-called "creative class." The first international study came only in 2008 - conducted by the United Nations Conference on Trade and Development (UNCTAD) - in the same year that FIRJAN published another study on the subject, but totally focused on Brazil. two ways to understand what culture is in culture economics. Anthropologically, culture is linked to the identity and identification of the individual or group.
From a business perspective, cultural goods can be produced as in an industry, with their production chain either handmade or large-scale, but in the end there is a commodity, a cultural product that is tradable in the economy system. Thus, cultural goods, services and inputs are allocated in an economic system involving public power, private enterprise and the population.The next definition that needs to be presented is that of creative industries, based on the use of CREATIVE ECONOMY. There is still no final definition of the term. Creative economy is the new branch of the ECONOMY based on individual creative and artistic skills, coupled with management and technology, making products with market appeal and with economic and cultural value. Creative industries are those that need: Intelligence; creativity; talent; fertile imagination and ability to generate income and social well-being. In general, if we consider both, it is pointed out as creative industry: Advertising, Architecture, Arts, Crafts, Design, Fashion, Gastronomy, Music, Performing Arts, Books, Cultural Magazines, Softwares, Audiovisual, Videogames, Social theater, Cinema and documentaries. Our CREATIVE ECONOMY department is able to develop special projects in all these areas, for COMPANIES of all economic segments.